How to set priorities when hiring employees for your young companyTed Blackwater ▼ |
People Thinking about hiring priorities
When you are growing and need new employees, that's a good sign. However, if you don't have a very clear idea what positions you need to fill, you are in trouble.
As a founder, you know where and when you need people, but how to set priorities? You usually can't employ everybody you'd want to, so you need a strategy. And it is surprisingly simple. If you know it.
First, and before anything, focus on your customers.
That means, focus on roles that work directly with customers or have a direct impact on them. If you're short with engineers you will survive, but if your sales team is suffering you will suffer too, big time.
Thus: sales, logistics, customer support, complaints managers, and everybody else tied to your customers.
Second, focus on your product.
Maybe it would be nice to hire ten new engineers for all those exciting features you have in mind, but what if you can't? In that case, focus on your core business and forget all the fancy stuff it'd nice to have but are not crucial.
While you are growing, you have to pay attention to your core product and that's very important. Following that thought, you will easily see what kind of employees and for what positions you need.
Third, think about your managerial team.
OK, we know, you are thinking more about production, but ask yourself do you have enough leaders on right places. If you are focused only on production, who will guide all those people? Who will take care about marketing, where's middle management, what about rules and regulations you must follow?
Hiring should be balanced to fill positions on all levels or you will end up with either a large group of employees without a leader or with a bunch of middle managers with no people to lead.
And fourth, think about yourself.
As a founder, you have a lot on your mind and you should find tasks you could delegate to other in order to stay focused on your primary goal: setting a direction for the company. That means, of course, a shift from micromanaging but it is worth it. You will have time for looking at the future while your company is working like a charm. ■
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